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Saved by @Mollyycolllinss

This is so true! I imagine everyone accumulates a story that serves to make this point, but I'm afraid I can't resist sharing mine... 1/

 Once, long ago, my manager came to me on a Friday afternoon: "Are you going to be here on Monday?" 2/
Now, this is the 1990s: to work from home, you needed a modem (!!) -- and at the time, I owned no computer so even that wasn't happening. So I was emphatically going to be there on Monday, if for no other reason that I had nowhere else to work. 3/
"Yes, of course I'm going to be here on Monday."
"Okay, we need to talk Monday."
"Is there something wrong? Can we talk now?"
"Let's talk Monday." 4/
My early-twentysomething self was (obviously?) very anxious, so I immediately went to the office of the senior engineer in the group (and my mentor), Jeff Bonwick to see if he knew of anything that I might have screwed up... 5/
Somewhat to my surprise, he was less interested in brainstorming ways in which I might be in trouble -- and much more dismayed at the clumsiness of our manager. "Wait here." He left. 6/
I heard him enter our manager's office several doors down. The walls were thin. I could hear that Bonwick was... emphatic. He was there for a few minutes, and returned: "Now go back to your office." 7/
I went back to my office, and my manager appeared, sheepishly. "Do you, um, have a second to talk now?" Of course I did! 8/
And as it turns out, it was... nothing. It was not that I had even upset anyone (which, um, happened), it was that he needed to ask me a purely technical question. He didn't want to ask me on Friday afternoon because he wanted to start his own weekend early! 9/
It highlighted a couple of things: first, never, ever do this. Do not ruin someone's weekend (or their evening or their morning) letting their minds run wild. If you need to telegraph a meeting like this (which you generally shouldn't!), ALWAYS provide enough context. 10/
This is especially important with engineers who, as worst-case thinkers by nature, are much more likely to run to worst-case outcomes! (And indeed, the best ones are most likely to be most creative this regard!) 11/
So if it's good news, TELL THEM. "Hey, let me know when you have a second; I've got some good news." (It will come as no surprise that those calls get returned very quickly!) 12/
If it's not bad news but rather just a needed conversation on some issue there should be -- as per Seth's comment and the blog entry that it references -- complete context. 13/
If it IS bad news, there should be no telegraphing it, ever: it should be done in person (or over video) -- especially if it's the exceptionally bad news. (Even when "it shouldn't be surprising", this news is always shocking at some level; telegraphing it doesn't help.) 14/
In my case, I was protected by a senior engineer who was willing to act as an advocate, saving me from the mediocre atrocities of poor management. I am deeply grateful for this, and have tried myself to be that senior engineer for others over my career. 15/
Empathy in communication is essential! Always communicate to others the way you yourself would want to be communicated with -- and if in a leadership position, you must be especially mindful of the extra weight that your words (or lack of them!) carry! 16/16

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Center for Countering Digital Hate registered at Companies House on 19 Oct 2018, the organisation’s only director was Morgan McSweeney – Labour leader Keir Starmer’s chief of staff. McSweeney was also the campaign manager for Liz Kendall’s leadership bid. #LabourLeaks #StarmerOut

Sir Keir - along with his chief of staff, Morgan McSweeney - held his first meeting with the Jewish Labour Movement (JLM). Deliberately used the “anti-Semitism” crisis as a pretext to vilify and then expel a leading pro-Corbyn activist in Brighton and Hove
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The evils committed by Ravi Zacharias were enabled by a toxic organizational leadership that is evidenced by how these same leaders responded when confronted about the widespread and ongoing abuses being perpetrated by the namesake of the institution. 1/29

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Venkatesh Rao
@vgr
stacks are eating the world

business used to be easiest to comprehend via a) market-based logic of horizontal vs. vertical STRUCTURE, b) professionalization/specialization based FUNCTION c) core competencies based BEHAVIORS

this has pretty much collapsed in the last decade

Structure = sclerosis
Functional specialization = bureaucracy
competencies = inertial habits

"Stack" thinking instead lets technology structure (rather than market structure) drive business org logic

Companies seem to do well when they identify an entire stack of technologies they are good at (not just point bits) and organize to conform to its logic. There is a "full-stack" dimension of technical specialization that is the spine of the org

It feels buzzwordy, but it really is getting to be that way. AI stack, decarbonization stack, mobility stack, electrification stack... some end-to-end pathway of turning physics into economics via layers of tech artistically baked together like a cake
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Billy Bostickson \U0001f3f4\U0001f441&\U0001f441 \U0001f193
Billy Bostickson 🏴👁&👁 ...
@BillyBostickson
@snip96581187 @Daoyu15 @lab_leak @walkaboutrick @ydeigin @Ayjchan @franciscodeasis @TheSeeker268 @angie_rasmussen Clearly, because as I have been saying for 8 months now, DTRA and DARPA have been using Ecohealth and UC Davis to collect novel pathogens for gain of function work back in the USA. I have documented this in many threads which I will post here just to annoy everyone.

@Daoyu15 @lab_leak @walkaboutrick @ydeigin @Ayjchan @franciscodeasis @TheSeeker268 @angie_rasmussen


@Daoyu15 @lab_leak @walkaboutrick @ydeigin @Ayjchan @franciscodeasis @TheSeeker268 @angie_rasmussen


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I shared this on my FB page and asked, can ya really blame him?

I was half kidding. I also assumed someone would think of what I did pretty quickly and waiting for the comment to mention what I assumed was obvious.

The timing. I was sure someone else had thought of it.


But no one did. 20+ comments in people discussed the morality or bad sense or libertarian perspectives. Someone even said I’m thinking about doing that. No one said what I thought was obvious. Have you thought of it? Is it obvious to you?

Here’s a clue...recognize it?


How about this?


The author discusses it with Mike Wallace in 1958
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The kingdom of Sindh was ruled by its last Hindu king Raja Dahir during the 8th century. When Muhammad-bin-Qasim invaded Sindh, he decimated Sindh in his savage bloodlust. The chronicles of his advent are described in the Chachnama.


2/n
The Chachnama describes in detail how the Arabs led by butcher Qasim conquered Sindh. It tells the terrible tale of bravery, treachery, & carnage marking the entry of Islamic conquest of India’s Hindus.


3/n
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THREAD: Meditations on marriage metaphors in Ruth

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